Description

Organizational process assets enable consistent process execution across the organization and provide a basis for cumulative, long-term benefits to the organization. (See the definition of “organizational process assets” in the glossary.)

The organization’s process asset library supports organizational learning and process improvement by allowing the sharing of best practices and lessons learned across the organization. (See the definition of “organizational process assets” in the glossary.)

The acquirer’s organizational process assets also include acquisition guidance and practices established for use across acquisition projects and which refer to applicable statutes and regulations.

The organization’s set of standard processes also describes standard interactions with suppliers. Supplier interactions are characterized by the following typical items: deliverables expected from suppliers, acceptance criteria applicable to those deliverables, standards (e.g., architecture and technology standards), and standard milestone and progress reviews.

The organization’s “set of standard processes” is tailored by projects to create their defined processes. Other organizational process assets are used to support tailoring and implementing defined processes. Work environment standards are used to guide the creation of project work environments. Rules and guidelines for teams are used to aid in their structuring, formation, and operation.

A “standard process” is composed of other processes (i.e., subprocesses) or process elements. A “process element” is the fundamental (i.e., atomic) unit of process definition that describes activities and tasks to consistently perform work. The process architecture provides rules for connecting the process elements of a standard process. The organization’s set of standard processes can include multiple process architectures.

(See the definitions of “standard process,” “process architecture,” “subprocess,” and “process element” in the glossary.)

Organizational process assets can be organized in many ways, depending on the implementation of the Organizational Process Definition process area. Examples include the following: Organizational process assets can be organized in many ways, depending on the implementation of the Organizational Process Definition process area. Examples include the following:

Descriptions of lifecycle models can be part of the organization’s set of standard processes or they can be documented separately.

The organization’s set of standard processes can be stored in the organization’s process asset library or it can be stored separately.

A single repository can contain both measurements and process related documentation, or they can be stored separately.